Implementation of the National Development Plan

Implementation of the National

Development Plan

12 September 2017

1

Report to the Portfolio Committee on Police

“In 2030, people living in South Africa feel safe at home, at school & at work & they enjoy a community life free of fear.”

Content Overview (1)

► Background:

Medium-term Strategic Framework

► The South African Police Service’s (SAPS) Key Contributing Initiatives:

The Back-to-Basics Approach

SAPS Research

Operational Command Centre

National Trio Crimes Action Plan

Annual Operation Safer Festive Season

Draft Framework for a Firearm Strategy

Rural Safety Strategy

Implementation of the Domestic Violence Act &

SAPS Communication & Marketing Strategy

“In 2030, people living in South Africa feel safe at home, at school & at work & they enjoy a community life free of fear.”

Content Overview (2)

► Make the Police Service Professional

► Demilitarise the Police

► Build Safety using an Integrated Approach, including Increase

Community Participation in Safety

► Strengthen the Criminal Justice System

► All Vulnerable Groups Enjoy Equal Protection (including Safety of

Women, the Girl-child & the Youth)

► Future Plans: Coordinated Implementation of the National Development

Plan Recommendations

“Implementing the National Development Plan”

Background

5

The National Development Plan’s vision is that, in 2030, people living in South Africa feel safe at home, at school & at work. They enjoy community life without fear. Women walk freely in the street & children play safely outside.

People have confidence that the criminal justice system will catch & prosecute criminals. The Police are professionals – skilled, disciplined & ethical individuals who value their work & serve the Community.

The Criminal Justice System is well-resourced & professional. Its officials are skilled, value their work, serve the community, safeguard lives & property, protect communities & citizens against violent crime, & respect people’s rights to equality & justice

The National Development Plan (1)

6 The National Development Plan (2)

Make the Police Service

professional (enforce the

Code of Conduct,

selection & training)

Demilitarise the Police

(changing policing

methodologies)

Increase community

participation in safety

(build safety through an

integrated approach)

Strengthen the Criminal

Justice System (7 Point

Plan)

All vulnerable groups

enjoy equal protection

(women, children, LGBTI)

► The Medium-Term Strategic Framework (MTSF) 2014-2019 has

formulated 14 broad strategic outcomes, which serve as a guide to

implement the fundamentals of the NDP. The following outcomes

are directly related to the Department:

Outcome 3 – All people in South Africa are & feel safe (Chapters 12 &

14 of the NDP); &

Outcome 11 – Create a better South Africa, a better Africa & a better

world Chapter 7 of the NDP).

► The Presidency, together with the Justice, Crime Prevention &

Security (JCPS) Cluster, developed a number of sub-outcomes to

realise the broad strategic outcomes of the MTSF.

7 The Medium-Term Strategic Framework (1)

► The sub-outcomes to realise Outcome 3 are:

to reduce the levels of contact crime;

an efficient & effective Criminal Justice System (CJS);

South Africa’s borders effectively defended, protected,

secured & well managed;

Securing cyberspace;

Ensuring domestic stability &

Reduce corruption in the public & private sector.

8 The Medium-term Strategic Framework (2)


SAPS’s Key Contributing

Initiatives

Safety of

Women,

the Girl-

child,

Children

& the

Youth:

“The police service should develop plans that

deal with safety risks & account for the increase

in safety & reduction of fear alongside crime

statistics reports.”

“Crime statistics will provide the quantitative

basis for reporting by the police service &

metropolitan police, & community-safety levels

will provide the qualitative indicators.”

10 National Development Plan

Recommendations Relevant to the SAPS


The Back-to-Basics Approach

Collaborative, consultative approach

to policing

Targeted, informed deployment

of resources

Crime intelligence in support of

proactive & reactive policing

Efficient utilisation of resources in

support of the investigation of crime

Thorough & responsive investigation

of every crime

Enhanced Police Visibility Un

co

mp

rom

ising

co

mp

lian

ce w

ith th

e

fun

dam

en

tal p

rincip

les o

f po

licin

g

Tra

nsfo

rmatio

n o

f SA

PS

, inclu

din

g

dem

ilitarisa

tion

, pro

fessio

nalism

,

inte

grity

, & d

iscip

line

12 Back-to-Basics Approach Summarised

The Acting National Commissioner & Senior Management of the SAPS identified the

need for the introduction of a “Back-to-Basics” approach to policing. This approach

focuses on every member of SAPS reverting to the established regulatory framework, or

simply put, “doing right things right, every time”.

ALL P

EO

PLE A

RE &

FEEL S

AFE

Red

uced

levels o

f serio

us c

rime, in

cre

ase

d

dete

ctio

n ra

te, im

pro

ved

perc

ep

tion

s of sa

fety

Back to

Basics

Approach

Cu

lture

of p

erfo

rman

ce m

an

ag

em

en

t &

acco

un

tab

ility

13 Back-to-Basics Approach Contextualised

SAPS Strategic Direction

9 B

ack

to

Basi

cs

Pri

ori

ties

Thorough & responsive investigation of

every crime

Efficient utilisation of resources in

support of the investigation of crime

Enhanced Police visibility

Crime intelligence in support of

proactive & reactive intelligence

Targeted, informed deployment of

resources

Collaborative, consultative approach to

policing

Public acknowledgement of an increased physical

presence of the SAPS, including personnel, vehicles &

infrastructure.

Effective & efficient application of the case docket

management process in respect of every reported

crime & regular feedback to complainants.

All available investigative aids & resources optimally

utilised in the investigation of crime.

Actionable crime intelligence used proactively &

reactively in the prevention & investigation of crime.

All operational resources deployed in accordance with

proper crime analyses & / or crime intelligence,

targeting vulnerable areas.

Systematic & comprehensive involvement of all

relevant stakeholders in all aspects of policing.

Transformation of SAPS

(Professionalization, Demilitarisation,

Integrity & Discipline)

Uncompromising compliance with the

fundamental principles of policing

Culture of performance management &

accountability

Public perceptions indicate that the SAPS & its

personnel are professional & accountable.

Adherence to the rules that govern the (organisational

control framework) “Doing the right things right, every

time”.

Linking actual performance to planned performance &

ensuring corrective action where required.


14

SAPS RESEARCH

15

15

In January 2016 the Division Research became fully operational for the:

Institutionalisation and maintenance of research in the SAPS.

Commission of high quality, independent, and relevant evidence-based research.

Directing and integrating of research by, for and about the SAPS.

Influencing of the South African policing agenda towards a common vision.

Supporting knowledge-exchange between researchers and practitioners.

Improving of research evidence base for policing policies and practice.

Guidance to research institutions, individuals and independent researchers to

understand how they can contribute towards the enhanced Policing Body of

Knowledge (PolBok).

Implementing of the SAPS repository for Policing Knowledge Management Practice

to store, structure, enhance and disseminate knowledge for PolBoK and Policing

Centre of Excellence (PolCoE).

SAPS Research Responding to the National Development Plan: Vision 2030 (1)

16

16

Expanding the research capacity in the SAPS with other research fraternities.

Serving as a pinnacle for promoting the development of National, Regional and

International links with policing agencies, research fraternities, and policing policy

development communities.

Institutionalisation of Policing Innovation Hubs in SAPS such as:

• Colloquiums

• Symposiums

• Conferences, Seminars

• Focus group discussions

• Roundtable dialogues

SAPS Research Responding to the National

Development Plan: Vision 2030 (2)

TO ACTIVATE KNOWLEDGE

CREATION, TRANSFER, EXCHANGE

17

17

Core functions, structure and functioning approach created.

Benchmarking with CSIR, HSRC, ISS and National Research Council.

SAPS Research Agenda 2016-2020 adopted by NMF on 7th of July 2016

adopted Portfolio Committee on Police on the 2nd of November 2016.

SAPS Research and Development Model adopted together by both NMF

and Portfolio Committee on Police.

SAPS research functions integrated.

SAPS protocols for regulating research by, for and about the SAPS created.

Research Governance Framework developed.

Research Ethics Guideline developed.

Research Priorities Responding to NDP: Vision 2030 (3)

18

18 Research Priorities Responding to NDP: Vision 2030

(4)

Research on OCC concept & validation of SAPS OCC concept : Cluster OCC Mount

Road Cluster Station in PE.

Research on SAPS ideal policing model.

PM& E Model and MI Framework validated and presented in NMF.

SAPS validation concept for SME’s developed & adopted by NMF - 26th of April

2017.

SMS feedback to victims of crime research & findings implemented by Division: TMS

through the Regional Commissioner for Region A.

Morale of SAPS members Survey - Independent provider busy with data analysis.

Survey on Customer Satisfaction – Independent provider busy with data analysis.

BUILDING IDEAL POLICING

SYSTEM

BETTER SERVICE DELIVERY

19

19

Research Priorities Responding to NDP: Vision 2030 (5)

Streaming and improving Human Resource Solutions.

Assessing SAPS Transformation Agenda in the past two decades (1996-2016).

Building Culture of High Performance.

Establishment of the Management & Leadership model for the SAPS.

Allocation and Management of Assets.

Moral Regeneration in the SAPS.

Supporting strategies for the policing model and alignment with the ideal & suitable

policing model for SAPS.

Improving protocols & standards in dealing with motor vehicle accidents.

Firearm as an enabling factor to crime.

100 years of policing and history of policing in South Africa.

Towards the strengthening of detection of crime in SAPS.

Crime Classification and Recording Standards Symposium.

ENABLING HUMAN RESOURCE FOR POLICING

ENABLING ASSETS FOR POLICING

BUILDING IDEAL POLICING SYSTEM


20

20

Research Priorities Responding to NDP: Vision 2030

(6)

Investigating the technological systems, devices that will enhance policing and

resolving crime.

Measure impact and return on investments of SAPS technological systems, devices

and gadgets focusing on the AVL.

Investigative and prosecutorial challenges in dealing with Nyaope cases.

Performance improvement through Management Intervention at Worcester Police

Station.

Develop a generic profile for CIMAC model.

Database of tacit (people) policing knowledge assets.

Database for explicit policing knowledge assets.

ENABLING ASSETS FOR POLICING



Operational Command Centres in the

South African Police Service

Overview: Operational Command Centre

Concept (1) The Operational Command Centre concept was established to sustain crime

combatting initiatives with the aim to effect crime reduction, and enable an

environment where the community feels safe, an absence of fear, and the

restoration of trust in the SA Police Service, through the following imperatives:

1. Enhanced command and control.

2. Effective co-ordination and accountability.

3. Total situational awareness.

4. Enhanced operational and tactical planning.

5. Focussed intelligence-led policing.

6. Implementation and maintenance of the SAPS’s ideology of Crime Combatting and

Frontline Service Delivery.

7. Maintenance of inclusive detection practices encompassing full crime scene

management practices, co-ordination of investigations, prosecution led

investigations, optimisation of forensic leads, case and offender analysis and

profiling, analysis informed suspect tracing, identification of organised crime trends

and threats, and analysis informed bail opposition and sentence aggravation

testimony.

8. Enhanced incident response.

9. Enhanced Public Order Policing activation and co-ordination.


Concept (2)

Frontline

Service

Delivery

Separation of Policing Services but

enhancing co-ordination and accountability

Approach (Primarily Reactive) - Stations and 10111

Execution - CSC vehicles* and CSC - Detective Service Centre

Accountability e.g. CSC vehicles displaced AVL in area Re-action times OCC

Coordination of action/initiative

CSC / Complaints Vehicles* Primary: • Attendance of complaints Secondary: • Operationalise daily CSC vehicle activity plans

which includes: activity and location VCPs Parolee-Bail visits Stand Off at hotspots DVA Protection Order Patrol identified hotspots and routes Constant reporting in on activities to SOCC

Softer Policing Initiatives • Community Policing • Community Participation • CPF • Social Crime Prevention • Awareness Campaigns • Forums/Groups

Security Companies Taxi association Foreign Traders Traders Community Based Organisations

23

OCC CONCEPT AND POLICING IDEOLOGY


Concept (3)

Crime

Combatting

Approach (Primarily Pro-active) Dedicated crime combatting capacity* - Crime Combatting Unit and - enhanced co-ordination of detection (intelligence led policing) - Forensic Leads Execution OCC concept actuated through a 24/7 Operational Command Centre

Monitoring activation of support to scenes and situations

Crime Combatting Designated Commander Coordination of crime

prevention (station) and other available capacities e.g. TRT/POPS

Deployment as per intelligence informed decision of CCG – written plan

Coordination with Station CSC deployment / duties

Controlled from OCC

Detection Led by Cluster Section

Commander: Detective Service Coordination

Consolidation of dockets iro identified trends/MOs

Identified crime categories e.g. TRIO

The co-ordination of evidence, information and forensic leads to enhance the detection of crime

Day-to-day management and

weekly reporting

OCC

Separation of Policing Services but

enhancing co-ordination and

accountability

OCC CONCEPT AND POLICING IDEOLOGY


Concept (4)

GOVERNANCE STRUCTURE AND REPORTING CHANNELS

NOCC National Level

POCC Provincial Level

SOCC Station Level

COCC Cluster Level

Data /

Information

National Command Authority

Coordination & Strategic

Crime Combatting

Proposals & Alerts

FCC (Forward Command Centre)

Tactical Level


National Trio Crimes Action Plan Problem Statement, Situational Analysis, Inputs, Outputs & Outcomes

An annual reflection of reported Trio Crimes since 2011/2012 shows

consistently increasing levels of TRIO crimes with the 2016/2017

financial year showing the highest level that this sub-category of

crime has ever reached.

Despite the existence of operational / project plans & task teams, Trio

Crimes continue to increase

A further analysis of the first three quarters of 2016/2017 indicates

that the upward trend has continued unabated.

The Trio Crimes rank among the most violent / feared crimes in South

Africa, &, due to extensive media coverage, contribute significantly to

perceptions that levels of safety & security in general are declining.

Problem Statement

Definition of Trio Crimes:

Robberies occur when perpetrators threaten or use violence in

order to steal belongings. Common robbery is defined as the

unlawful & intentional forceful removal & appropriation of

movable tangible property belonging to another.

When perpetrators use a weapon or there are “aggravating

circumstances”, it is recorded as “aggravated robbery”. Trio Crimes

is a sub-category of Aggravated Robberies & is made up of Car

Hijacking, House Robbery & Business Robbery.

Statistical Information (2015/2016 vs 2016/2017):

The Crime Statistics for the 2016/2017 financial period will be released on the 27

September 2017 by the Minister of Police.

Situational Analysis (1)

Organisational Environment:

Current SAPS response to Trio Crimes not fully integrated, Trio Crimes Task Teams

not leveraging on all available operational resources.

Collusion of SAPS members.

SAPS firearms utilised in perpetration of Trio Crimes.

Service Delivery Environment:

The incidence of Trio Crimes varies from area to area, i.e. not all provinces / cluster

have problems with all three Trio Crimes, in most instances, a specific Trio Crime

manifests.

Existence & accessibility of off-set markets fuels Trio Crimes.

Perpetrated primarily by organised syndicates & groupings.

- Characterised by repeat offenders.

There is, in most instances, an organised crime link to money-laundering.

Business robberies, in general, target foreign, informal businesses.

Situational Analysis (2)

Inputs, Activities, Outputs & Outcomes

(Examples)

Impact

Outcomes

Outputs

Activities

Inputs

Improved trust in SAPS &

perceptions of safety & security

Reduced levels of Trio Crimes

Improved Detection Rates

for Trio

Established OCCs

High-density Operations

Network Operations

Multi-disciplinary Approach (e.g.

identification of forensic leads by

Forensics, Detectives, Crime

Intelligence, Vispol)

SAPS members & resources

Force-multipliers, members &

resources



Overview

Geographic Approach –

conventional policing

Organised Crime Approach –

unconventional policing

Fundamental Approaches underlying the


The NTCAP Comprises 2

fundamental approaches:

Methodology:

The Geographic & Organised Crime Approaches will run concurrently

NCCF will coordinate the execution of the NTCAP

Operational concept will be based on Provincial & Cluster Operational Command Centres

(OCC) providing overall command & control.

Intelligence structures to brief Cluster OCCs:

- Cluster OCCs to be established in identified priority clusters;

- 24/7 deployment of the Cluster OCC; &

- OCC Concept to be rolled-out to remaining 8 provinces in 2017/2018

Established OCC Operational Strategies will be utilised to coordinate operational

capabilities & provide tactical information / intelligence

Provincial & Cluster OCCs will initiate detailed planning based on prevailing Crime Threat

Analysis.

Scope of application:

All provinces & prioritised clusters.

Top 20 “Trio Crime” Clusters targeted.

National Trio Crimes Action Plan Directive

Overview: Top 20 Trio Crime Clusters &

Individual Trio Crime Positions Trio

Position Cluster Province Car Jacking

Robbery

Residential

Robbery non-

residential

6 SEDIBENG CC GAUTENG 13 12 1

2 TSHWANE NORTH CC GAUTENG 2 3 2

1 EKURHULENI NORTH CC GAUTENG 3 2 3

5 EKURHULENI WEST CC GAUTENG 4 10 4

4 JOBURG CENTRAL CC GAUTENG 1 6 5

3 JOBURG WEST CC GAUTENG 9 1 6

7 EKURHULENI CENTR CC GAUTENG 10 13 7

8 JOBURG EAST CC GAUTENG 7 17 8

10 TSHWANE WEST CC GAUTENG 14 11 9

13 SOWETO WEST CC GAUTENG 8 18 12

9 WEST RAND CC GAUTENG 11 7 13

16 KHAYELITSHA CC WESTERN CAPE 12 19 15

17 ETHEKWINI CENTRAL CC KWAZULU-NATAL 6 N/A 17

14 MOTHERWELL CC EASTERN CAPE 19 9 18

15 KING CETSHWAYO CC KWAZULU-NATAL 27 4 22

12 JOBURG NORTH CC GAUTENG 15 5 24

18 ETHEKWINI INNER/N CC KWAZULU-NATAL 16 16 27

19 ETHEKWINI OUTER/S CC KWAZULU-NATAL 18 26 29

11 NYANGA CC WESTERN CAPE 5 8 N/A

20 ETHEKWINI INN&OUT CC KWAZULU-NATAL 21 15 N/A



Action Plan & Key Priorities

R

ed

ucti

on

of

Tri

o C

rim

es

thro

ug

h

the i

mp

lem

en

tati

on

of

a

Geo

gra

ph

ic A

pp

roach

:

• Pilot the blueprint (geographic & organised approaches) for the establishment of Cluster

Operational Command Centres (COCCs).

• Establish COCCs in all prioritised Clusters (20 national top Trio Crime Clusters).

• Compilation & analysis of the CTA / CPA to determine priority Trio Crimes per prioritised

Clusters.

• Geo-spatial mapping of identified hotspots & escape routes within all prioritised Clusters.

• Coordinate daily deployments from the COCC in accordance with the CTA / CPA.

• Target off-set markets (second-hand dealers, chop-shops, etc.).

• Implement Communication Plans to promote community awareness on Trio Crime hotspots,

trends & modi operandi & implement a Trio Crimes Hotline

• Conduct targeted, multi-disciplinary high-density operations in prioritised clusters, including

the coordination of all force multipliers.

• Conduct targeted observations at hotspots

• Coordinated, rapid reaction to Trio Crime incidents

• Ensure effective crime scene management.

• Establish partnerships with relevant stakeholders, e.g. Metro Police depts., Provincial Traffic

Depts., short-term insurance providers, Tracker & other Govt. Departs., e.g. Home Affairs.

• Coordinate cross border operations.

Geographic Approach: Summary of Key

Actions

Priorities Key Actions Responsibility

Performance

Indicator /

Deliverable

Target /

Timeframe

1. Reduction of Trio

Crimes through

the

implementation

of a Geographic

Approach

1) Pilot the blueprint

(geographic & organised

approaches) for the

establishment of Cluster

Operational Command

Centres (COCCs).

Provincial

Commissioners

Number of prioritised

clusters

20 priority

Trio Crime

Clusters

2) Establish COCCs in all

prioritised Clusters (20

national top Trio Crime

Clusters).

Provincial

Commissioners

Approved COCC

enabling structures

aligned to the OCCC

Concept

31 March

2017

Percentage of Priority

Clusters with Deputy

Cluster Commander

appointed.

100% (20) by

30 April 2017

3) Compilation & analysis of

the CTA / CPA to

determine priority Trio

Crimes per prioritised

Clusters.

Provincial

Crime Registrar

Identified priority Trio

Crimes per Cluster

31 March

2017

4) Geo-spatial mapping of

identified hotspots &

escape routes within all

prioritised Clusters.

Provincial

Crime Registrar

Approved geo-spatial

mapping

Weekly

Reports

National Trio Crimes Action Plan Priorities

& Key Actions (1)


Performance

Indicator /

Deliverable

Target /

Timeframe


Crimes through

the

implementation

of a Geographic

Approach

5) Coordinate daily

deployments from the

COCC in accordance

with the CTA / CPA.

COCCs OPAM reports Monthly

OPAM Reports

6) Target off-set markets

(second-hand dealers,

chop-shops, etc.).

COCCs

Number of compliance

inspections Monthly

Reports Number of notices

served for non-

compliance

7) Implement

Communication Plans

to promote community

awareness on Trio

Crime hotspots, trends

& modi operandi &

implement a Trio

Crimes Hotline

National &

Provincial

Corporate

Communication

Approved

Communication Plans

(national & provincial)

31 March 2017

Implemented Trio

Crimes Hotline 31 March 2017

Number of success

related to hotline

reports

Monthly

Reports

National Trio Crimes Action Plan Priorities &

Key Actions (2)


Performance

Indicator /

Deliverable

Target /

Timeframe


Crimes through

the

implementation

of a Geographic

Approach

8) Conduct targeted, multi-

disciplinary high-density

operations in prioritised

clusters, including the

coordination of all force

multipliers.

COCCs

Number of targeted

high-density

operations

Monthly

OPAM

Reports

9) Conduct targeted

observations at hotspots COCCs

Number of targeted

observations

Monthly

OPAM

Reports

10) Coordinated, rapid

reaction to Trio Crime

incidents

COCCs Reaction time to Trio

Crime scenes

Monthly

Reports on

average

reaction time


Priorities & Key Actions (3)


Performance

Indicator /

Deliverable

Target /

Timeframe


Crimes through

the

implementation

of a Geographic

Approach

11) Ensure effective crime

scene management. COCCs

Improved detection

rates for Trio Crimes

Monthly

reports on Trio

Crime

detection

rates

12) Establish partnerships

with relevant

stakeholders, e.g. Metro

Police depts., Provincial

Traffic Depts., short-term

insurance providers,

Tracker & other Govt.

Departs., e.g. Home

Affairs.

COCCs Approved service

level agreements 30 June 2017

12) Coordinate cross border

operations.

NCCF &

Provincial OCCs Joint operations

Bi-monthly

operations


Priorities & Key Actions (4)

R

ed

ucti

on

of

Tri

o C

rim

es

thro

ug

h

the i

mp

lem

en

tati

on

of

an

Org

an

ised

Cri

me A

pp

roach

:

• Generate daily (24/7) intelligence packages to direct intelligence-led policing.

• Conduct docket analysis, profiling of arrested suspects & modus operandi analysis.

• Ensure utilisation of all investigative aids, including: AFIS purification, IBIS, DNA

linkages.

• Coordinate the identification, tracking & arrest of most wanted suspects.

• Ensure compliance with extradition treaties to facilitate mutual legal assistance with

neighbouring countries.

• Conduct network operations targeting organised syndicates & groupings.

• Expand & task the informer network.

• Develop & maintain Station & Cluster Intelligence Profiles in targeted Clusters.

• Initiate counter-intelligence measures to promote integrity, including screening of

Provincial OCC & COCC members.

• Conduct multi-disciplinary project investigations on identified targets.

• Liaise with the NPA to ensure availability of dedicated Prosecutors.

• Follow-up on dismissed appeals related to Trio Crime perpetrators.

Organised Crime Approach: Summary of

Key Actions

Priorities Key Actions Responsibility Performance Indicator

/ Deliverable

Target /

Timeframe


Crimes through

an Organised

Crime Approach

1) Generate daily (24/7)

intelligence packages to

direct intelligence-led

policing.

COCC

Intelligence

Cells

Number of intelligence

packages generated

(e.g. most wanted,

forensic leads)

Weekly

Reports

2) Conduct docket

analysis, profiling of

arrested suspects &

modus operandi

analysis.

Provincial

Crime Registrar

& CIMACs

Number of suspect

profiles & linkages

Weekly

Reports

Number of modus

operandi identified

3) Ensure utilisation of all

investigative aids,

including: AFIS

purification, IBIS, DNA

linkages.

COCC Trio

Crime Detective

Teams

Number of identified

suspects arrested

Weekly

Reports

4) Coordinate the

identification, tracking

& arrest of most wanted

suspects.

COCC Tracking

Teams

Number of wanted

suspects arrested

Weekly

Reports


& Key Actions (5)


/ Deliverable

Target /

Timeframe


Crimes through

an Organised

Crime Approach

5) Ensure compliance with

extradition treaties to

facilitate mutual legal

assistance with

neighbouring countries.

NCCF &

Provincial OCCs

Number of successful

extraditions

Quarterly

reports

6) Conduct network

operations targeting

organised syndicates & groupings.

COCCs Number of network

operations

Monthly

Reports

7) Expand & task the

informer network. COCCs

Number of new

registered & active

informers

Monthly

Reports

8) Develop & maintain

Station & Cluster

Intelligence Profiles in

targeted Clusters.

COCCs

Number of updated

Station & Cluster

Intelligence Profiles

Monthly

Reports

National Trio Crimes Action Plan Priorities &

Key Actions (6)


/ Deliverable

Target /

Timeframe


Crimes through

an Organised

Crime Approach

9) Initiate counter-

intelligence measures to

promote integrity,

including screening of

Provincial OCC & COCC

members.

Provincial OCC

& COCC

Intelligence Cell

Number of OCC

members screened Monthly

Reports Successes related to

counter-intelligence

measures initiated.

10) Conduct multi-

disciplinary project

investigations on

identified targets.

Provincial OCC

& COCC

Intelligence Cell

Successes related to

multi-disciplinary

projects conducted

Monthly

Reports

11) Liaise with the NPA to

ensure availability of

dedicated Prosecutors.

Provincial OCC

Percentage prioritised

Clusters with a

dedicated Prosecutor

allocated

100% (20)

12) Follow-up on dismissed

appeals related to Trio

Crime perpetrators.

Provincial OCC

Number of convicted

perpetrators re-

arrested

Monthly

reports


& Key Actions (7)

M

on

ito

rin

g &

Eva

luati

on

of

the N

ati

on

al Tr

io C

rim

es

Act

ion

Pla

n:

• Coordinate the monitoring of the implementation

of the NTCAP, including progress achieved &

corrective measures implemented.

• Conduct impact assessments

• Finalised OCC Blueprint

Monitoring & Evaluation: Summary of Key

Actions


/ Deliverable

Target /

Timeframe

3. Monitoring &

Evaluation of

the National

Trio Crimes

Action Plan

1) Coordinate the

monitoring of the

implementation of the

NTCAP & corrective

measures implemented.

NCCF &

Provincial OCCs

Implementation

progress reports,

success & corrective

measures implemented

Monthly

reports

2) Conduct impact

assessments NCCF

Number of impact

assessments, including

success, & community

perceptions Monthly,

Quarterly &

Semester

impact

assessments

Reported incidence of

Trio Crime per priority

Cluster

Detection rate for Trio

Crimes per priority

Cluster

3) Finalised OCC Blueprint NCCF Approved OCC

Blueprint

30

September

2017


& Key Actions (8)



Critical Success Factors

Critical Success Factors Responsibility Timeframe

1) Communication of OCC Concept & NTCAP

to all relevant provincial, cluster & station

personnel.

Management Intervention By 31 March 2017

2) Allocation of additional overtime budget to

prioritised 20 Clusters through the Provincial

Commissioners office.

Divisional Commissioner:

Financial & Administration

Management

By 31 March 2017

3) Facilitate the filling of vacant deputy Cluster

Commanders posts at identified prioritised

Trio Crime Clusters

Divisional Commissioner:

Personnel Management &

Provincial Heads:

Personnel Management

With immediate

effect

4) Assist with the establishment of OCC

enabling structures.

Component Head:

Organisational

Development & Provincial

Heads: Organisational

Development & Strategic

Management

By 31 March 2017

National Trio Crimes Action Plan Critical

Success Factors


Annual Operation Safer Festive Season

Pillar One

Aggravated

Robberies

Pillar Two

Border

Security

Pillar Three

Firearms

Control,

Liquor,

Second

Hand Goods

& Safety at

Sports &

Recreational

Events

(SASREA),

Acts

Enforcement

Pillar Four

Crime

Against

Women,

Children &

Persons

with

Disabilities.

Pillar Five

By-law

Enforcement

Pillar Six

Road Safety

Enforcement

6 Pillars of the Operational Approach

► Overall approach - ensure high police visibility in targeted areas

informed by crime & intelligence assessments.

► Types of deployments:

Roadblocks;

Vehicle Control Points (VCPs);

Patrols (vehicle, foot, including mall deployments);

Stop & Search; &

Specialised operations (e.g. Public Order Policing & Special Task

Force).

Operational Characteristics

► Targeted deployment of all available personnel in conjunction with force-

multipliers.

► Coordinated, supervised deployment of newly trained constables at malls

& hotspot areas.

► Focus on hotspots, informed by crime threat & intelligence analyses:

Deployment approach varied from Province to Province; &

Focused on vulnerabilities such as high numbers of people, high volumes of traffic,

infrastructure (transport routes, malls).

► Tracing of wanted suspects.

► Intelligence-driven operations.

► Deployment of senior managers in provinces to oversee operations:

Acting National Commissioner, Deputy National Commissioners, Divisional Commissioners

& Provincial Commissioners.

► Targeted deployment of Head Office personnel, to support high density operations.

Operational Characteristics – Targeted

Approach


Draft Framework for a Firearm Strategy

53

All people in South Africa are and feel safe from firearms related risks and threats

Reduced proliferation of firearms for use and availability in crime and violence in South Africa

1. Improved knowledge and awareness for the prevention

of firearm related risk and

threats

2. Improved Firearm

Control and Enforcement

3. Reduced illegal pool and criminal use of

firearms

4. Improved International Cooperation

against firearm proliferation

54 Intended Impact & Outcomes (1) Im

pact

Ou

tcom

e

Sub

-Ou

tcom

es

1. Improved knowledge and awareness for the prevention of firearm related risk and threats

1.1 Communication and Awareness Campaigns for

responsible firearm possession and use

Go

vernm

en

t

Bu

siness Secto

r

Pu

blic an

d C

ivil Society

1.2 Structured Stakeholder Involvement

Mo

U’s w

ith A

ssociatio

ns &

in

terest grou

ps

Engagem

en

t with

C

om

mu

nity p

olicin

g foru

ms

Engagem

ent w

ith th

e Firearm

Bu

sine

ss fraternity

1.3 Firearm

Free Zones

Bu

siness Secto

r

Go

vernm

en

t Dep

artmen

ts

Civil So

ciety

55 O

utp

uts

Key A

ction

s Su

b-

Ou

tcom

es

Intended Impact & Outcomes (2)

2. Improved Firearm Control and Enforcement

2.1 Firearm related

regulators

Ad

he

ren

ce to

Inte

rnatio

nal

Ob

ligation

s

Main

tain Le

gal Framew

ork

Go

vern

ance

of fire

arms

2.2 Firearm control and

enforcement

Firearm

Licen

cing &

service

s

De

signate

d Fire

arm O

fficer

system

Surre

nd

erin

g of Fire

arms

2.3 Firearm

Stock Control

Am

ne

sty 20

17

Safe-K

ee

pin

g

IBIS Te

sting

Targeted

Insp

ectio

ns

Firearm

Cle

arance

and

D

estru

ction

Co

nse

qu

en

ce M

anage

me

nt

2.4 Personnel and

Possession Integrity

Inte

grity Scree

nin

g

Risk P

rofilin

g

Co

mp

liance

Enh

ance

me

nt

56 O

utp

uts

Key A

ction

s Su

b-

Ou

tcom

es


3. Reduced illegal pool and criminal use of firearms

3.1 Intelligence-Led Policing Practices

Risk an

d Th

reat Asse

ssmen

ts

Foren

sic An

alysis and

Linkages

utilise

d

Threat P

rofilin

g

3.2 Targeted combating of Firearms Trafficking and Violent Crime

Tracing o

f Firearms lo

sses and

reco

veries

Enh

ance u

se o

f foren

sic aids

Targeted G

eograp

hic Firearm

p

rob

lem areas

Targeting th

e Organ

ised

Natu

re an

d Illicit Flo

ws

Killin

g of Law

Enfo

rceme

nt

Officers

Targeted in

vestigation

of

Iden

tified V

iolen

t Crim

e

3.3 Integrity of Investigations

Design

ated Firearm

s Officers

Sup

ply C

hain

Officials

Investigato

rs

57 O

utp

uts

Key A

ction

s Su

b-

Ou

tcom

es


4. Improved International Cooperation against firearm proliferation

4.1 Regional, transnational and international treaties developed and enforced

Un

ited

Natio

ns

Transn

ation

al Organ

ised

C

rime

Co

nve

ntio

n

Sou

thern

African

D

evelop

me

nt

Co

mm

un

ity Pro

toco

ls

Bi-late

ral Co

op

eration

an

d re

lation

s

Firearm Im

po

rt, transit

and

expo

rt con

trol

4.2 Transnational nature and trafficking firearms combatted

Join

t targeted

Firearm

s o

pe

ration

s and

co

llabo

ration

Inte

rnatio

nal C

apacity

Develo

pm

ent Su

pp

ort

INTER

PO

L Co

llabo

ration

58 O

utp

uts

Key A

ction

s Su

b-O

utco

me

s



Rural Safety Strategy


Recommendations relevant to the SAPS

Rural

Safety:

“The National Rural Safety Strategy of the

South African Police Service, a

comprehensive strategy, should be

implemented in its totality.

Stakeholders who were party to the drafting

of the plan should assist in monitoring the

implementation of the strategy to ensure the

effectiveness thereof & new stakeholders

such as farm worker’s committees & Farm

Watch should be brought on board.”

► The Rural Safety Strategy has been fully implemented at (859)

rural/urban police stations;

► Partially implemented at (10) police stations; &

► Not implemented, at (14) police stations as of yet, in line with

the set criteria of the four pillars of the Rural Safety Strategy.

► The classification of rural & rural-urban police stations was

revisited at the request of the provincial offices & a total of

(883) of the 1 144 police stations, were reclassified as rural or

rural/urban mix police stations.

61 Rural Safety Strategy (1)

► The set criteria for the implementation of the four pillars of the Rural

Safety Strategy are as follows:

Functional Rural Safety Priority Committee at provincial & cluster levels;

A permanent member must be appointed as a Rural Safety Coordinator (may be the

sector commander appointed in the rural sector) to coordinate all policing activities &

actions in the policing precinct;

A joint rural safety plan must be implemented to address crime in the rural community in

an integrated manner;

Rural safety meetings must be facilitated with the rural community to create awareness &

enhance access, response & service delivery (CPF or sector forum may be used for this

purpose);

A capability must be available to respond to incidents in the rural community, as well as to

plan & execute joint crime prevention operations, to address crime in the rural

community, including stock theft (visible policing members, Tactical Response Team, POP

Unit &/or Stock Theft Unit, in accordance with the approved Standard Operational

Procedure); &

Joint crime prevention programmes/projects & operations must be implemented in

cooperation with all role players, to address contributing factors influencing crime &

crime in general (government, non-governmental organisations & the rural community).

62 Rural Safety Strategy (2)


Implementation of the Domestic Violence

64

Safety of

Women,

the Girl-

child,

Children

& the

Youth:

The effective implementation of the Domestic

Violence Act (1998) requires adequate budgeting for

such education & awareness training as well as

training of police & justice officials.

National Development Plan


► 100%, all 1 144 police stations are rendering a victim friendly service to

victims of rape, sexual offences, domestic violence & abuse).

► In 2016/2017, a total of 274 Section 102 & Section 103 declarations, were

issued, in terms of the Firearms Control Act, 2000 (Act No 60 of 2000), to

persons that were declared unfit to possess a firearm, on the grounds of:

A final protection order that had been issued against such person, in terms of

the Domestic Violence Act, 1998 (Act No 116 of 1998); &

Persons that failed to take the prescribed steps for the safekeeping of a firearm

or if convicted for identified offences, such as the unlawful possession of a

firearm.

The majority of declarations were, 116 issued in Gauteng, 67 in the Western

Cape & 36 in KwaZulu-Natal.

65 Background (1)

► The implementation of the Domestic Violence Act, 1998 (Act No 116

of 1998) & the National Instruction on Domestic Violence, 7 of 1999, is

continuously monitored to identify critical gaps or challenges.

This is in order to take corrective or remedial steps in reducing the number of

SAPS members, who are not complying & to improve service delivery to victims.

► A National Victim Empowerment Coordinators Forum work session,

was conducted, from 15 to 16 February 2017, with all Provincial Social

Crime Coordinators.

This forum was to address the non-compliance, relating to the Domestic

Violence Act, sexual offences, as well as the Victim Empowerment Programme.

► The SAPS continues to monitor the implementation of the legal framework

& directives.

66 Background (2)

► To comply with Section 18 (5)(d) of the Domestic Violence Act, the

Department continuously submits biannual reports to Parliament, on

issues prescribed in paragraph 18(5)(d) of the Act, as well as semester

reports, in terms of the implementation of the Sexual Offences Act, 2007.

► The SAPS also conducted 33 station visits, to monitor compliance to the

legislative prescripts, in respect of domestic violence, sexual offences,

victim empowerment, child justice & the vulnerable group programme.

► The Policy on Reducing Barriers to Reporting on Sexual Offences &

Domestic Violence was submitted to the Ministry of Police, is approved.

The policy aims to ultimately reduce inherent barriers that exist within the

Criminal Justice System more broadly & the South African Police Service, more

specifically.

67 Background (3)

68 Designated Victim Friendly Rooms for

Private Statement-taking

National Summary of Victim Friendly Rooms (VFRs)

VFRs located at the

following: EC FS GP KZN LIM MP NC NW WC

Total per

category

Police stations 152 78 141 148 81 7 70 66 148 891

Satellite police

stations 0 10 3 1 1 3 1 0 21 40

Contact points 0 0 0 0 0 0 0 0 1 1

International Airport 0 0 1 1 0 0 0 0 1 3

FCS Units 1 0 3 10 5 1 1 8 6 35

Railway police stations

& coaches 0 0 0 0 0 0 0 0 4 4

Total per Province 153 88 148 160 87 82 72 74 181 1 045

Basic training contains a module on domestic violence meaning that all new intakes

are beneficiaries of skills development in this regard.

The following Learning Programmes are conducted through in-service training:

- Domestic Violence Learning Programme (DVLP)- 5 days;

- Domestic Violence Train the Trainer Course – 10 days; &

- National Victim Empowerment Training – 5 days

The following courses are presented as an integrated part of the Basic Police

Development Learning Programme:

- Victim Empowerment;

- First Responder to Sexual Offences;

- Domestic Violence; &

- Vulnerable Children.

The Division: Human Resource Development is in the process of reviewing the

Domestic Violence Learning Programme, which will be inlcluded in the Integrated

Learning Programme & will consist of Children & Vulnerable Groups.

69 Training & Capacity Building

► Provinces are continuously conducting programmes, to address

gender based violence in partnership with civil society & government

departments.

► A National Dialogue is planned for June/July 2017, that will involve

the SAPS Top Management.

► In the past year, Braille booklets were produced, including those

focusing on domestic violence, i.e. what constitutes domestic

violence & information on services is available.

► These booklets are being distributed to institutions & schools

providing services to blind people.

70 Public Education & Awareness Campaigns

(1)

► Members of SAPS conduct awareness raising campaigns to address

gender based violence & victim empowerment, in support of

calendar of events such as:

- Youth Month (June);

- Women’s month (August);

- Crime Victim Rights Week (September);

- Trafficking in Persons Awareness Month (October); &

- 16 days of Activism Campaign (November/December, that includes the

festive season) on an ongoing basis.


(2)

► Activities in partnership with civil society (male-based mobilisation

formation e.g. Sonke Gender Justice, Traditional Leaders, religious

communities) during awareness raising, including:

- Door-to-door visits;

- Dialogues;

- Distribution of communication material;

- Round Table discussions; &

- Outreach programmes.


(3)


SAPS Communication & Marketing Strategy

► As a government department, the SAPS is expected to maintain continued

interaction with the public in order to understand their needs.

► An informed & appropriate response by the SAPS will, therefore, address

the needs of the people, while enabling all South Africans to become

active & conscious participants in government’s agenda of social

transformation.

► The SAPS’s Corporate Communication & Liaison Component has a bigger

role to play in making the inhabitants of South Africa aware of what the

mandated function of the SAPS is when providing safety & security for

the inhabitants of SA.

This calls for the SAPS to use all available communication channels, which are

easily accessible to all stakeholders.

74 Background (1)

► This will ensure that all the SAPS’s internal & external stakeholders

are continuously informed of the intentions, milestones & progress

that the organisation is making in the fight against crime.

► Stakeholders must be afforded a platform to raise concerns & give

input on any policing initiatives affecting them directly or indirectly.

► It is also important to recognise the need to complement public

communication with improved internal communication which will

assist in informing & mobilising members in a manner that enhances

the organisation’s productivity while maintaining the SAPS’s

commitment.

75 Background (2)

76 Purpose & Objectives

77 Communication Principles (1)

• Properly

contextualised in

terms of broader

organisational

strategies

COMMUNICATION

ON THE SAPS'S

SUCCESSES

• Putting people first

in all communication

that emanates from

the SAPS

COMMUNITY FIRST

• Prioritising the

SAPS's employees in

all our

communication

ALL EMPLOYEES OF

THE SAPS

• Ensuring that our

communication

management &

interventions enhance

the SAPS’s reputation,

as well as the

standardisation &

maintenance of its

corporate identity

BUILDING OUR

REPUTATION

• Giving honest, open,

factual, ethical,

proofpoint-based

messages &

encouraging debate

& engagement

TRANSPARENCY

• Communicating

proactively with our

audiences with

relevant, reliable,

targeted messages &

ensuring that the right

message reaches the

right audience at the

right time

TIMELY, RELEVANT

& RELIABLE

• Information sharing,

active participation

& synergy

TEAMWORK

78 Communication Principles (2)

• Monitoring &

adapting to

emerging trends,

cultures & changes

in social &

economic

developments

ENVIRONMENTAL

AWARENESS

• Incorporating

innovation &

creativity to improve

communication

CREATIVITY &

INNOVATION

• Proactively seeking

input,

acknowledging the

input & responding

quickly, helpfully &

consistently

ACTIVE

PARTICIPATION

• Encouraging

participation &

feedback to ensure

that communication

is consistent &

meets the needs of

all stakeholders

ENCOURAGING

FEEDBACK

• Ensuring that we treat

our stakeholders with

equal respect & that

communication by

the SAPS is

transparent, using

multiple means of

communication to

ensure that no one is

disadvantaged

ACCESSIBLE TO

ALL


Short Messaging System (SMS):

Automated Notifications to Victims of

Crime

► The JCPS Cluster identified the need for the SAPS to inform victims

of crime of the critical stages of the investigation process.

This requirement was included in the MTSF.

► A Task Team was appointed and the first meeting took place on 30

November 2016.

► Subsequently a project plan and Business requirement Specification

(BRS) was compiled and approved by the Task Team.

► The first User Acceptance Testing was done by the Task Team on

Thursday, 6 April 2017.

Background

SMS messages tested on 6 April 2017

Nr SMS Notification Message

1. Add e-mail address to current notifications

2. Notification of transfer between Stations

3. Notification of transfer between Units

4. Case referred to SPP, DPP or Inquest Court

5. Case received back from SPP, DPP or Inquest court

6. Investigation completed - No arrest

7. Warrant of Arrest issued

8. Warrant of Arrest (J50) issued

9. Accused charged

► Management requested that the performance indicator

whether a complainant/ victim wants to receive SMS

notifications from SAPS must be removed. It must by default

be YES.

► When a docket is closed as Unfounded the SMS message to

the complainant / victim must be changed to False.

► When a docket is received back from court the message must

only reflect one of the following: Case Withdrawn, additional

queries from Prosecutor or Prosecution instituted against

the suspect.

Changes requested during the Testing

Current Status of Project: Completed

Phases (1)

Nr SMS Notification Message Start Date End Date

1. Add e-mail address to current

notifications 2017-02-02 2017-02-16

2. Notification of transfer

between Stations 2017-02-07 2017-02-21

3. Notification of transfer

between Units 2017-02-10 2017-02-24

4. Case referred to SPP, DPP or

Inquest Court 2017-02-15 2017-03-02

5. Case received back from SPP,

DPP or Inquest court 2017-02-21 2017-03-09

6. Investigation completed - No

arrest 2017-02-17 2017-03-05

7. Warrant of Arrest issued 2017-03-06 2017-03-22

8. Warrant of Arrest (J50) issued 2017-03-06 2017-03-22

9. Accused charged 2017-03-17 2017-03-29

Current Status of Project: Completed

Phases (2)

Number SMS Notification Message Start Date End Date

10. Case docket received back

from Court 2017-03-20

2017-04-04 (In

Process)

11. Accused released on bail

or with summons 2017-03-24

2017-04-17 (In

Process)

12. New court date added to

case 2017-04-05 2017-04-21

13. Failure to appear in court-

bench warrant 2017-04-12 2017-04-28

14 Court verdict captured

2017-04-19

2017-06-16

15.

Case under investigation-

no suspect has been

charged

2017-06-03

2017-06-30

Beta Testing round 2 and 3 2017-07-03 2017-07-31

► The following challenges have been identified:

Changes to the current Vodacom SMS contract – Division

Technology Management Services (TMS) is addressing this issue;

- None of the SMS notifications can be implemented until the

Vodacom Contract has been addressed;

Business rules relating to dockets transferred to DPCI or IPID,

require a follow-up session to decide on business rules &

Verification of all e-mail addresses of Stations & Detective Units.

Current Status of Project: Challenges

Way-forward: Message Notification

Detail in progress

Number SMS Notification Message Start Date End Date

16. Next of Kin

Will form part of phase 2 of this project

Still to be determined

Final User Acceptance Testing (UAT)

SITA busy fixing errors identified during Beta Testing

Final UAT completed

► Any changes in Business Processes will be addressed via a National

Instruction or SOP from Management Interventions

► Division: TMS monitors the development of this functionality,

including quality assurance and the conducting of Beta Testing.

► Second phase User Acceptance Testing by Management

Interventions will be conducted during the second week of August

2017.

► Increase in number of SMS’s on Vodacom Contract currently being

dealt with by Division: TMS and has to be finalized before any

implementation may be done.

Way Forward


Make the Police Service

Professional

89 National Development Plan Comments &


Professionalise

the SAPS:

It was considered necessary to

professionalise the police, establish a

rapport with communities, develop

confidence and trust in the police, and

promote positive community-police relations.

Police discipline is based on command and

control, whereas discipline in a modern police

organisation is based on self-discipline and

leadership.

90 Professionalisation of the SAPS

Key D

rivers

of

Pro

fess

ion

ali

sm:

Recruitment & Selection

Human Resource

Development

Employee Health & Wellness

Promoting Ethical Conduct &

Integrity

Discipline & Consequence

Management

Performance Management &

Accountability

Un

co

mp

rom

isin

g c

om

pli

an

ce w

ith

th

e

fun

dam

en

tal

pri

ncip

les

of

po

licin

g

Tra

nsf

orm

ati

on

of

SA

PS

, in

clu

din

g

dem

ilit

ari

sati

on

, p

rofe

ssio

nali

sm,

inte

gri

ty, &

dis

cip

lin

e

Back to

Basics

Approach

Cu

ltu

re o

f p

erf

orm

an

ce m

an

ag

em

en

t &

acco

un

tab

ilit

y

91 Recruitment & Selection –

Community-Based Recruitment Strategy (1)

SAPS successfully piloted the implementation of a Community Based Strategy for the

recruitment, selection & enlistment of new police officers in 2014 and 2015.

The feedback received from community structures and internal SAPS role-players was positive

and the new approach to the recruitment of New Police Officials Strategy was well received. The

Strategy also contributed to an improvement in the quality of new police officials, and

minimized the number of complaints and allegations of corruption in recruitment.

The Strategy was revised during 2016. The revised Strategy includes the following processes:

Communities are engaged (through Izimbizos/meetings) in the advertisement of posts in

their local communities & briefed about the SAPS in general, requirements to become

a police officer & all the steps in the recruitment process.

92 Recruitment & Selection –

Community-Based Recruitment Strategy (2)

Successful applicants are formally presented to their local communities to report

anything detrimental that is known about an applicant that can negatively impact on that

applicant being enrolled as a police officer.

Provincial Police & Community Recruitment Boards are held, including representatives

from community structures to make final recommendations to the National

Commissioner for approval.

Police Trainees who have successfully completed the prescribed basic police training sign

the Code of Conduct & take the prescribed Oath of Office at the colleges before being

deployed to stations for duty.

- The Strategy has been submitted to the National Commissioner for approval.

93 Process of Recruitment to Appointment

PROCESS FLOW

POLICE TRAINEES

PHASE 1

RECRUITMENT

PHASE 2

SELECTION

PHASE 3

ENLISTMENT

STEP 1

FINALIZATION OF ADMIN

STEP 2

INDUCTION

STEP 3

BASIC POLICE DEVELOPMENT PHASE

STEP 1

PSYCHOMETRIC ASSESSMENT (INTEGRITY

TESTING)

STEP 2

PHYSICAL FITNESS ASSESSMENT &

FINGERPRINTS

STEP 3

INTERVIEW & REFERENCE CHECKING

STEP 4

RECRUITMENT BOARD

STEP 5

MEDICAL ASSESSMENT

STEP 4

APPOINTMENT

STEP 1

PLANNING

STEP 2

TARGETED RECRUITMENT COMMUNITY

INVOLVEMENT

STEP 3

ADVERT RECEIVE REGISTER SCREEN

APPLICATION VERIFICATION OF ADDRESS

STEP 4

IDENTIFY POOL OF CANDIDATES

STEP 6

SECURITY SCREENING & VERIFICATION OF

QUALIFICATIONS

94 Human Resource Development – Basic

Training Learning Programme (1)

The basis for professionalism in SAPS from a Human Resource

Development (HRD) point-of-view is the Basic Training Learning

Programme (BTLP) for new entrants to the SAPS.

The purpose of the BTLP is to enable newly appointed police officials to:

- Use a series of legal & policing skills to protect & serve members of

communities in accordance with the Constitution of South Africa.

- Provide a more effective service that will improve community

satisfaction & position members to fulfil their mission of creating a

safe & secure environment for all who live in South Africa.

95 Human Resource Development – Basic

Training Learning Programme (2)

Comparison of “Old” vs “New” Basic Training Learning Programme

2012- 2015 2016

24 Month Programme 21 Month Programme

No Induction of trainees Induction of trainees included & practical

placement at station level (one month)

Academy Phase 10 months theory

Academy Phase 8 months theory &

practical exposure at police station under

mentorship of the trainer

Weekends were excluded for training

purposes

Weekends are included for training

purposes

Field Police Development Phase

(12 months) – practical training at stations

Probation period performing operational

duties (12 months)

First Responder to Crowd Management

(2 days) Crowd Management in full (3 weeks)

Basic Tactical Techniques are included Advanced Tactical Techniques are included

96 Human Resource Development – Learning

Programmes Contributing to Professionalism

Name of Learning Programme Target Learner Level Members Trained

2015/16 to 2017/18

Bachelor’s Degree in Police Science Junior SAPS members

166

Are currently in different

stages of the qualification

Executive Development Learning Programme Senior Management 10

Programme Under Review

Middle Management Learning Programme Middle Management 184

Junior Management Learning Programme Junior Management SAPS

Members 596

Basic Management Learning Programme Junior SAPS Members 845

Junior Supervisory learning programme Junior Management PSA

employees

37


Detective Commanders’ Learning Programme Detective Commanders 292

97 Human Resource Development – Learning

Programmes Contributing to Professionalism

Name of Learning Programme Target Learner Level Members Trained

2015/16 to 2017/18

Relief Commanders’ Learning Programme Relief Commanders 432

Station Management Learning Programme Station Commanders 134

Client Service Learning Programme Frontline Service Delivery

Personnel 4 205

Operational Commanders’ Training Operational Response

Commanders 369

Crowd Management for Platoon Commanders Public Order Policing

Commanders 66

Crime Intelligence Operational Commanders

Learning Programme

Crime Intelligence

Commanders

49


The SAPS established an Integrity Management Service (IMS), in compliance with

Chapter 2 of the Public Service Regulations 2016.

Key IMS focus areas:

- Appoint a designated capacity of Ethics Officers to address issues related to ethics &

integrity and establish & maintain an Ethics Committee;

Status:

Three Ethics Officers (1x Brig and 2x Colonels) have been appointed and additional capacity in

in process of being approved.

A draft Terms of Reference (TOR) for the establishment and maintenance of an Ethics

Committee has been drafted and submitted to NMF for approval.

- Conduct an annual ethics & anti-corruption risk assessment to determine vulnerabilities;

Status:

Annual Risk Assessments will be conducted together with the review of the SAPS Anti-

Corruption strategy. – Planned to be approved by 31 December 2017

98 Promoting Ethics & Integrity (1)

Implementation of Advocacy & Awareness Programs related to ethics, integrity , anti-

corruption, Codes of Conduct & Ethics, promoting integrity at work & ethical leadership;

Status:

Advocacy and Awareness programs are in the process of being implemented to address issues

related to: Ethics, Integrity and Anti-Corruption to promote ethical behaviour within the SAPS;

- Implement an Ethics/Anti Corruption Strategy & related policies

Status:

The Draft SAPS Ethics/Anti-Corruption Strategy is currently under review and a National

Instruction : Integrity Management are being drafted. – Planned to be approved by 31

December 31

- Manage conflict of interests through financial disclosures by all employees/remunerative

work approval (NB: No work with Government allowed after end of March 2017);

Circulars which prohibit employees from doing business with Government has been circulated;

Financial Disclosures by SMS, MMS and employees attached to Financial Services and SCM in

progress - Analysis of Financial disclosures (Integrity Assessments ) to identify conflicts of

interest in process. (CIPC, Deeds, e-Natis);


Certificates will be signed by all SAPS officials to declare their involvement in

remunerative work;

National Instruction 4 of 2012 to regulate Remunerative Work - Integrity

management will perform inspections to insure compliance.

- Management of gifts and donations (NB: no gifts are allowed in official

capacity, however, gifts received must be registered in a Gifts Register &

approved)

Status:

National Instruction to be drafted on Integrity Management will cover receipt of

gifts and donations;

Posters in the process of being printed to be rolled out to all SAPS Stations and

offices pertaining to receipt of gifts;

Advocacy programs cover issues such as receipt of gifts.


- Manage investigations into contraventions of Ethics Code; &

Status:

The department is currently dealing with investigations related to SAPS

officials doing business with Government.

- Establish & manage a whistleblowing capacity

Status:

SAPS management is in process of establishing a designated Ethics

Hotline.


102 The Role of Management Intervention in

Promoting Professionalism

Vision: To ensure the professional knowledge based management of policing interventions

towards achieving the outcomes and impact of the constitutional objectives of the SAPS in

support of creating an environment where all people in South Africa are and feel safe.

102

Improved internal

functioning

(House in order)

Improved service delivery

(Client orientation)

Impact on Crime

(Delivering on constitutional

objectives)

Strategic Impact

(All people are and feel safe)

Knowledge based intervention towards achievement of the

constitutional objectives of SAPS

Strategic Intent

103

Service Complaints against the SAPS The Service Complaints capacity in the SAPS, which forms part of Management

Intervention, has been enhanced, standardised and implemented service wide to

effectively manage the receipt, investigation, feedback and reporting of all service

complaints against the SAPS.

A dedicated toll free number and email address at the National Service

Complaints Call Centre and telephone numbers and after hour standby

numbers at each of the Provincial Service Complaints offices have been posted

on the SAPS website. We also cater for walk-in complainants.

The aim of the process is to investigate and redress dissatisfaction or

disappointment experienced by any person or an organisation, locally,

regionally, continentally, or internationally, in relation to an action or inaction

regarding the service that was rendered or supposed to be rendered by the

SAPS represented by its employee(s).

Service Complaints against the SAPS

104

Overview of Employee Health & Wellness Services

EHW SERVICES

EHW SERVICES

EHW offers support and care services to all SAPS members and their

immediate families to ensure a healthy & productive workforce.

Services are offered by qualified professionals and are guided by the

EHW strategy. EHW has four recently approved policies in compliance

to the DPSA EHW framework namely:

1. Health and Wellness Policy – which looks at covering all aspects

of human functioning i.e. Spiritual, Physical and Psycho – Social etc.

by ensuring strict adherence to EHW principles of Confidentiality,

Professionalism and Accessibility and availability of EHW members

while providing Pro- actively offered (Programs & awareness

raising)and Re- Actively offered EHW interventions like

Counselling, therapy, debriefing and advisory services

2. HIV/AIDS, TB, Communicable and Non-Communicable

diseases policy which is aligned to the National Strategic Plan on

HIV/AIDS to ensure support to the affected and infected members

of the organization. R4 million is ring- fenced annually for

HIV/AIDS programs and interventions and get spent through

approved business plans submitted by divisions and provinces

The Role of Employee Health & Wellness in

Promoting Professionalism (1)

105


EHW SERVICES

EHW SERVICES

3. Disability Management Policy aligned to the Job Access Strategy

and focuses on dealing with stigma and discrimination of People

With Disabilities (PWD). A R4million rand budget is also ring-

fenced annually to ensure reasonable accommodation of PWD

through the provision of assistive devices and assessment of

workspaces to ensure a safe and healthy environment for PWD.

SAPS members who suffer diseases or get injured while offering

services get assessed by the Health Risk Manager, be re-integrated

into the safer workspaces through reasonable accommodation of

their special needs and receive assistive devices to enable them to

function well within the organization

4. Health and Productivity Management Policy – which aims at

providing support to members with Chronic Health conditions,

those who suffered Injuries On Duty and those presenting with

Mental Health issues. It covers absenteeism and leave management

while raising awareness and support to members who are already

sick or injured



106


EHW SERVICES

EHW SERVICES

1. The National Instruction on Trauma Debriefing ensures that EHW

offers Mandatory Debriefing services to all high risk units

members who are expected to attend a minimum of two

debriefing sessions per year. These services are offered internally

by EHW professionals and members have an option to be

debriefed externally through a Psycho- Social network of

providers consisting of independent Psychologists and Social

Workers. This National Instruction will soon be extended to all

operational members within SAPS.

2. As part of EHW Strategy implementation, EHW partners with

external stakeholders to provide health screening services in

order to improve organizational health profile. Health screenings

for different diseases is done by SAPS Medical aid Polmed while

Medical Surveillance for new recruits, lateral entries and external

deployments is done by the Health Risk Manager



107

The EHW turn around strategy include the following wellness services

EHW SERVICES PROCESSES BENEFITS

Pro-active

interventions

Emotion regulation

Resilience Building

Ethics

Relationship Building

Financial Awareness

Abuse

Sexual Harassment Awareness

To build members’ resilience

in order to regulate self &

others, ability to regulate

emotions, promote ethical

conduct, manage finances &

relationships to avoid

corrupt activities

Reactive Services

Counselling & psychotherapeutic

interventions

Post Exposure interventions

To ensure that members are

mentally sound & fit to carry

on working even after

exposure to traumatic events

Trauma

interventions

Debriefing of members subsequent

to exposure to traumatic events

Facilitation of Multiple Stressor Bi-

Annually to High-Risk Units

To deal mental health

challenges leading to

compromising behaviour like

suicide, depression & other

maladaptive behaviour



108

The EHW turn around strategy include the following wellness services

EHW SERVICES PROCESSES BENEFITS

Psychometric

assessments

Review of Entry level assessments to

include an Integrity measure

Review of competency profile of entry-level

recruits

Review of Specialized selection batteries for

(POPS, Divers & Crime Stop)

Recruitment of sound, fit &

proper members into the

organization.

Organizational

diagnosis

Individual, group & organisational climate

survey

Team Building

Understanding root causes of

Team dysfunction & design

team building interventions to

build trust & coherence

between self & others

Health Screening

Blood Sugar Assessments

Cholesterol Testing

Hypertension Assessments

Chronic conditions

Knowing your health status in

order to deal professionally

with operational demands

when fit & healthy

Medical

Surveillance

Periodical Medicals

Medical surveillance

Biological Monitoring

Ensuring healthy & safe

workforce that enable them to

deliver professionally despite

their medical conditions



109 Discipline & Consequence Management (1)

Discipline & Consequence Management is regulated by the SAPS Discipline

Regulations, 2016, promulgated on 1 November 2016.

Background:

- The 2006 Discipline Regulations/Code (previous Code) was implemented through a

collective agreement in the SSSBC as well as the promulgation of the 2006 Regulations.

- In 2012, a new Disciplinary Code was agreed upon at SSSBC (SSSBC Agreement 1/2012).

Code was not promulgated due to internal discussions between SAPS, Secretariat &

Ministry.

- The SAPS 2016 Discipline Regulations were promulgated on 1 November 2016.

Pending matters to be finalized in terms of 2006 Regulations (5 month period to finalize).

New matters to be dealt with in terms of 2016 Regulations (even if act of misconduct was

committed prior to 1 November 2016).

Key Differences between 2006 & 2016 Regulations:

- New acts of misconduct are introduced, e.g. regulation 3(jj) – member fails to report an act of

misconduct committed in his/her presence.

- Places an onus on employee to report misconduct committed by fellow

employees/supervisor.

Introduction of the “Expeditious Process” (Regulation 9):

- Novel approach in public service.

- In line with Labour Relations Act Code of Good Practice: Dismissal & with labour law

jurisprudence:

Informal procedure.

“Meeting” rather than “hearing” (no chairperson or labour representative, only

designated person, Brigadier or higher).

Forms of misconduct that warrant expeditious process are serious misconduct:

bribery, corruption, fraud, theft, rape, sexual harassment; any act of misconduct which

detrimentally affects the image of the SAPS or brings the SAPS into disrepute, or which

involves an element of dishonesty.


Suspension:

Suspension without remuneration no longer an option (all suspensions with remuneration).

Period of suspension defined: 60 days (line manager) which can be extended for another 30

days (by the chairperson whilst hearing is proceeding).

After 90 days suspension automatically uplifted, even if hearing not finalized (Employee

returns to work, no discretion from employer to extend).

Role-players must ensure hearing is finalized within 90 days if employee under suspension.

Types of sanctions:

Counselling

Written warning & Final written warning

Suspension without salary between one month & two months (consent of employee no longer

required)

Dismissal

NB: no suspended sanction (i.e. suspended dismissal).


112 Induction on the new SAPS Disciplinary

Regulation

Date Province / Division Event

2016-11-10 All Deputy provincial Commissioners: Human Resource

Management, Provincial Heads: personnel Management,

Legal and Policy Services, Divisional Support Heads

including the Directorate for Priority Crime Investigations

Implementation of the New

Discipline Regulation

2016-12- 20 KwaZulu Natal Induction of Senior and

Middle Management

2016-12-08 Free State Induction of Senior and

Middle Management

2016-12-09 Northern Cape Induction of Senior and

Middle Management

2017-02-22 Mpumalanga Induction of Senior and

Middle Management

2017-02-15 Limpopo Induction of Senior and

Middle Management

2017-02-17 North West Induction of Senior and

Middle Management

2017-03-06 All Deputy National Commissioners, Divisional

Commissioners, Provincial Commissioners, Deputy

Provincial Commissioners including Cluster Commanders.

Induction of Senior Managers

at Generals Meeting

113 Training of Functionaries on SAPS Disciplinary

Regulation 2016 DIVISIONS TOTAL NO OF FUNCTIONARIES

Finance and Administration Services 4

Technology Management Services 5

Supply Chain Management 5

Forensic Services 5

Detective Services 5

Human Resource Development 5

Human Resource Utilization 5

Operational Response Services 5

Protection and Security Services 5

TOTAL 44


Regulation 2016 PROVINCES TOTAL NO OF FUNCTIONARIES

LIMPOPO 45

MPUMALANGA 50

NORTHWEST 50

KWAZULU NATAL 95

NORTHERN CAPE 100

FREE STATE 50

WESTERN CAPE 50

EASTERN CAPE 50

GAUTENG 50

DIVISIONS 44

TOTAL 540

GRAND TOTAL PROVINCES &

DIVISIONS

584

115 Training of Senior Managers on Expeditious Process

PROVINCES TOTAL SENIOR MANAGERS

GAUTENG 25

NORTH WEST 25

MPUMALANGA 25

LIMPOPO 25

TOTAL 100


Regulation 2016

Training of functionaries with regard to disciplinary regulation is still

on going.

The expeditious process training for senior management is still in

progress to be finalised by 31 March 2018.

Consultations have already commenced with Legal and Policy

Services and Human Resource Development for establishment of the

training manual in compatible to the new disciplinary Regulations.

Compliance Board:

SAPS established the Compliance Board in terms of section 34(1)(b)

& (l) read together with section 11 of the SAPS Act, 1995 (Act No. 68

of 1995).

The Compliance Board aims to promote accountability as well as

effective & efficient performance at all levels & compliance with

the relevant regulatory framework within the Service.

The Compliance Board will ensure that the findings,

recommendations, & action plans of all monitoring & evaluations

conducted are effectively & efficiently responded to, addressed &

implemented, & ensure compliance in terms of the provisions of the

relevant regulatory framework.


118 Performance Management & Accountability

(1)

National Management Forum focuses on

organisational performance (including Provinces) as

per the APP

Specific, national Quarterly Performance Reviews for

financial programmes, e.g. Programme 3, Programmes 2

& 5

Quarterly Provincial Performance Reviews, directed

towards Provincial AOPs & including Cluster & Station

Commanders, focussing on under performing

Clusters & Stations

Quarterly Cluster & Station Performance Reviews

(similar methodology to Provincial Performance Reviews)

119 Performance Management & Accountability

(2)

Annual

Performance Plan

SMS

Performance

Agreements

(13-16)

Performance

Enhancement

Process Plans

(1-12)

Alignment of

organisational &

individual

performance

“Line of Sight” Accountability


Demilitarise the Police



Demilitarise

the SAPS:

The Commission therefore recommends that

the South African police force be demilitarised.

This is a short term objective which should

happen in the immediate term.

Furthermore, the organisational culture &

subcultures of the police should be reviewed to

assess the effects of militarisation,

demilitarisation, remilitarisation & the serial

crises of top management.

122 Demilitarisation of the SAPS (1)

The National Development Plan: “Demilitarise the police. The police should be selected &

trained to be professional & impartial, responsive to community needs, competent & inspire

confidence.”

The SAPS has undertaken various initiatives to respond to the call for demilitarisation,

including:

- In 2014, the 1st SAPS Research Colloquium was conducted attended by SAPS members,

academics & subject-matter experts to address the themes: “Demilitarisation & Policing in a

Violent Society”.

- Emanating from the Colloquium it was evident that there is not is a singular, clear

understanding of the concept of demilitarisation.

The public perspective considers demilitarisation as the removing of ranks & changing uniform

only.

The academic perspective includes issues such as cultural, attitudinal, material & organisational

change.

The SAPS subsequently initiated an additional research project relating to demilitarisation of the

SAPS, with the intent to clarify the concept.


Consultation on demilitarization was widened through three additional

seminars during 2016/2017, involving academics, business professionals,

tertiary institutions, human rights organisations & a wide range of SAPS

members

The following key issues emerged:

- Failure to adhere to the norms of a democratic approach to policing leaves a

gap for criminal elements to infiltrate the SAPS, which undermines

community relations & the morale of members;

- There is a perception that there is an increasingly violent approach to

policing, particularly in dealing with crime & alleged criminals; &

- The remilitarization of the SAPS between 2000 – 2010 & the impact it had on

professionalism & conduct.


The following key issues emerged (continued):

- SAPS has a responsibility to the community it serves to improve professional

conduct by:

Building a culture of police integrity;

Enhancing accountability at all levels; &

Promoting community engagement.

The following outcomes were noted by the SAPS:

- Police visibility must be enhanced to foster improved community relations;

- The professionalising of the SAPS must be prioritised;

- Command & control & the adherence to policy & legislation must be

enhanced to improve the conduct of members, thereby establishing a

relationship of trust between SAPS & the community.


Panel of Experts:

- Subsequent to the finalisation of the Farlam Commission Report, the Panel of

Experts, chaired by retired Justice Ntshangase, was established.

- This panel, which should finish its work within 15-months of its launch,

comprises:

Senior officers of SAPS Legal Services;

Senior officers with extensive experience in POP; &

Independent experts in POP, both local & international, who have experience in

dealing with crowds, armed with sharp weapons & firearms, as presently prevalent in

the South African context.

The Panel of Experts mandate is to:

- Revise & amend all prescripts relevant to POP; &

- Investigate the world’s best practices & measures available for use.


Ministerial Transformation Task Team on Transformation:

- Chaired by the Deputy Minister, this team will include international & local

experts as well as selected senior officers of the SAPS.

- The Task Team’s mandate is to:

Investigate the world’s best practices & measures available for use

regarding micro-criminality & syndicated crime;

Formulate a proposal regarding the other aspects of SAPS transformation:

organisation & culture change, professionalism, Information Communication

Technology (ICT) & funding issues; &

Receive & integrate recommendations from an independent panel of

experts, & prepare an integrated plan for SAPS’s transformation.


Build Safety using an Integrated

Approach, including increase

Community Participation in Safety

► Sector Policing implies a practical policing approaches to compliment community

participation, in accordance with policing needs & community requirements.

► Sector policing is implemented by the SAPS, as a community-centred policing

approach, to:

Enhance service delivery,

Police response & interaction; &

To enhance the participation of the community in crime prevention.

► A total of 769 or 99,61% of the 772 identified police stations have implemented

sector policing & three have not.

► During 2016/2017, integrated capacity building work sessions were conducted, in

cooperation with the Department of Cooperative Governance & Traditional Affairs

& the National House of Traditional Leaders, in all provinces, to enhance the

understanding in the implementation of sector policing.

128 Sector Policing (1)

► The set criteria for the implementation of sector policing are as follows:

The police station area must be demarcated into at least two sectors;

A permanent member must be appointed as a sector commander(s) to manage &

coordinate all crime-related activities in the demarcated sector(s);

A sector profile must be compiled for each demarcated sector by the appointed sector

commander;

Operational members & physical resource must be deployed, in accordance with the

crime threat & crime pattern analysis to perform policing duties in the demarcated

sectors, to enhance service delivery, based on the available resources & a sector forum(s)

must be established or existing community structures may be utilised, as long as it

facilitates community interaction & participation.

► In 2016/2017, the SAPS focused on those police stations that are able to implement

the minimum criteria for sector policing.

► In previous financial years, all police stations formed part of the measurement.

129 Sector Policing (2)

► The Citizen-based Monitoring (CBM) was piloted by the Department of Planning, Monitoring

& Evaluation (DPME) at police stations across the country from 2013 to 2015. During

2016/2017, with the support of the DPME, the programme was rolled out to nine identified

Frontline Service Delivery police stations, including 110 additional identified Police

Stations for the financial years 2016/2017 and 2017/2018.

► The rolling out currently focuses on the quick wins comprising of :

→ Location and Accessibility;

→ Visibility and signage;

→ Queue management and waiting times;

→ Dignified treatment;

→ Cleanliness and Comfort;

→ Safety.

130 Community-based Monitoring (1)

► The following police stations were selected because they were part of

the Frontline Service Delivery (FSD) Project that had been initiated by

SAPS top management:

Kabokweni, Mpumalanga;

Wolmaransstad, North West;

Amangwe, Kwazulu-Natal;

Kopanong, Free State;

Alexandra, Gauteng;

Rondebosch, Western Cape;

Butterworth, Eastern Cape;

Hartswater, Northern Cape; &

Thabazimbi, Limpopo.


► The CBM programme is a government initiative that was introduced to promote mutual

communication between the local government facility & its community to enhance service

delivery.

► This programme therefore creates a platform for the SAPS & the community to discuss

expectations, needs & challenges & to develop mutual & workable solutions.

► The CBM process takes place in three phases:

Planning: The planning meeting with all government departments, non-government organisations,

Community Police Forums (CPFs) & other community-based organisations. The implementation plan is

finalised after the planning meeting.

The collection of data (survey week): Volunteers from the local community volunteer to do door-to-

door visits to interview citizens while completing the survey form. The data is then captured & a report

on the findings is generated.

Feedback: Feedback is then given to the community, whereby the report is presented to all. Priority

issues are then identified from the report. A root cause analysis is done to determine the cause of

these problems. During this phase a platform for discussion between the community & SAPS is

created to jointly agree on possible solutions to the existing problems in the area.


► The purpose of Community Police Forums (CPFs) is to

promote effective liaison with all communities in

delivering services, in order to improve cooperation &

joint problem solving.

► During 2016/2017, 99,39% of the 1 144 police stations

had functional CPF structures at police station level.

► This was to ensure that the police liaise & work with the

community in delivering services, in order to improve

coordination, as well as joint problem solving.

133 Community Police Forums (1)

► Specific awareness campaigns are utilised to engage with all communities through

effective public education & awareness programmes to raise awareness.

► During the 2016/2017 financial year, a total number of 22 National & 61

Provincial awareness campaigns were conducted.

The SAPS held joint interdepartmental crime awareness campaigns in the Eastern Cape in

Gelvendale & Bethalsdorp, focusing on substance abuse, the buying of stolen goods, firearm violence

& liquor & second-hand goods-related crimes.

The SAPS participated in various crime awareness campaigns, during Women’s Month, in August

2016, pamphlets were distributed & road blocks & door-to-door campaigns were conducted.

Crime Victim Rights Week (September 2016): dialogues on victims’ rights were conducted in the

Tonga Cluster, the Pienaar Cluster, the Milnerton Cluster & the Worcester Cluster.

16 Days of Activism Campaign on No Violence against Women & Children: promotional material

was distributed at various locations, country-wide

134 Awareness Campaigns (1)


Strengthen the Criminal Justice

System

Strengthen

the Criminal

Justice

System, the

Seven-point

Plan:

Departments in the JCPS cluster immediately align

their strategic plans with the seven-point plan.

Dedicated budgets for each participating

department be established & outcomes reported on

in relation to the plan.

Continuous monitoring by the JCPS Cluster &

regular reporting on the plan’s implementation to

Cabinet is institutionalised.


Recommendations relevant to the SAPS (1)

Cabinet-adopted, CJS Revamp: Seven-Point

Plan

Adopt a single vision & mission, & create a single set of objectives, priorities & performance-measurement

targets leading to the Justice Crime Prevention Security Cluster (JCPS).

Establish, through legislation or by protocol, a new & realigned single coordinating & management

structure for the system.

Make substantial changes to the present court process in criminal matters through practical, short-

term & medium-term proposals.

Put into operation priorities identified for the component parts of the system, which are part of, or

affect, the new court process.

Establish integrated information technology database or system for the national CJS. Review &

harmonise the template for gathering information relating to the criminal justice system.

Modernise all aspects of systems & equipment, which includes fast tracking implementation of current

projects, modernisation initiatives, investigation-docket & parole management systems.

Involve the public in the fight against crime & violence by introducing changes to community policing forums,

such as policing outcomes, support to correctional supervision of out-of court sentences & parole boards

1.

2.

3.

4.

5.

6.

7.

138

Programme Name Accumulative Expenditure

since inception, until 2016/17

CRC (CRC) & Provincial LCRCs (LCRC) R 1 851 762 694

Forensic Science Laboratories R 1 621 459 803

Provincial Clusters, Police Stations & Divisions R 2 051 536 085

Detective Service R 479 673 779

Directorate Priority Crime Investigations R 42 562 533

VISPOL R 24 570 332

Human Resource Development R 911 163

Protection & Security Services R15 830 350

Crime Intelligence R 50 212 102

Total R 6 138 518 841

SAPS Criminal Justice Revamp Programme

(1)

139

Achievements Outcomes/Benefits

1. AFIS data base was expanded for

latent & palm prints with 7 400, 000

records & 9,250 additional fingerprint

searches by the CRC & Provincial

LCRC.

Increased the agility, reliability & scalability of scanning

ten prints & expanded searching capability on the data

base.

2. AFIS was decentralized to 69 x LCRCs.

Reduced the traditional response time to generate

SAPS 69’s (previous convictions) for presentation in

court for bail hearings & sentencing from 20 days in

2012/13 to 15 days in 2015/16

3. Crime scene management solutions

provided to the CRC, Provincial LCRCs,

Task Teams & Provincial Forensic

Science Laboratories:

Poliflares- 1345;

Poliviews- 103; &

VeriData Software- 638.

Enabling the visual reconstruction of a crime scene &

lifting of exhibit materials from all surfaces utilizing

specialized light sources. Number & quality of exhibits

collected from crime scenes increased-impacting

positively on convictions & exonerations, Knysna CAS

50/08/2015: Murder, 2 charges.

44 prints were developed with fluorescent powders

enhanced with Poliflare Plus.

21 prints made in dust enhanced with Poliflare Plus.

1 suspect was identified.

Suspect 1: 2 x life sentences for murder, 18 years for

robbery with aggravating circumstances.


(2)

140


4. JUDISS solution decentralized to 18 LCRCs

& 1 CRC.

Enabling the storing of criminal records in an

electronic format while preventing non-

repudiation & loss.

5. Mobile connectivity devices(1000

MaxID`s) to test/determine the status of

firearms, persons & motor vehicles by

accessing various relevant source systems

online were maintained.

Quarter 4 2016/17 3155 positive fingerprints

matched.

Quarter 4 2016/17 94 stolen Vehicles

recovered.

Quarter 4 2016/17 6 stolen Firearms

recovered.

4351searches on average per month & 52208

per financial year for 2016/17.

6. Maintain & support the implemented

solutions in the Criminal Record &

Provincial LCRCs.

Business continuity ensured by maintaining &

supporting all implemented solutions

according to the Service Level Agreements


(3)

141


7. Automated Ballistic Identification

System (ABIS) implemented &

upgraded at the Ballistic Units

Silverton, Western Cape KwaZulu Natal

& Eastern Cape

Enabling the investigation of related matches of

ballistic images.

1. Operation puzzler I & II (18 life sentences)

Cash in-transit heists);

2. Rietgat CAS 28/02/2006 (30 years

imprisonment murder/robbery/attempted

murder & possession of f/arm & ammo); &

3. Basotho cluster (25 years 4 accused)

Rustenburg/Phokeng.

8. Ballistic Interface Unit upgraded &

maintained at FSL sites

An electronic system, interfaced with

components & instruments for the analysis &

calculating bullet trajectories related to criminal

cases under investigation by SAPS.(was used in

Oscar Pretorius cases).


(4)

142


9. Provide a CCTV solution at six Forensic

Science Laboratories & Detective

Service Head Office , Piet Joubert

Building, Arcadia Laboratory (Andrew

McColm), KZN Ballistics Laboratory,

KZN Chemistry Laboratory, Port

Elizabeth Forensic Science Laboratory

& Bothongo Plaza West

Enhanced security & access control enabling the

protection of evidence stored for high profile

cases under investigation.

10. Barcode scanners procured in support

of the implementation of the Criminal

Law (Forensic Procedures) Amendment

Act, Act 37 of 2013. Free State 298,

KZN 552, Northern Cape 118,

Mpumalanga 258, Gauteng 419,

Eastern Cape 527, Western Cape 489,

North West 498, Limpopo

Enabled the capability to capture DNA buccal

sample taken from persons arrested for Schedule

8 offences. Ensured integrity compliance to DNA

Act.


(5)

143


11. Specialized instruments for the Forensic

Science Laboratories procured &

deployed

Improved turnaround times for exhibit analysis.

Increased percentage of case entries (exhibits)

received and processed from 342 635 in

2012/13 to 724854 in 2016/17 (89.6% increase

of case entries (exhibits) received and

processed).

Backlogs reduced by 89.3% from 59 023

(2009/2010) to 9 849 (2016/2017). The 9 849

back-log is 4.7% of cases-on hand which is

below the international 10% back-log norm.

Increased quality of forensic evidence in court


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144


12. Provide a DNA Isolation & Automated

DNA equipment for PCR, Q-PCR, DNA

isolation & electrophoresis solutions to

reference index exhibits collected at

crime scenes for the the Biology

Sections in Arcadia & Plattekloof.

Enabling processing of the increased

submission of DNA crime samples and buccal

samples in accordance to the DNA Act.

13. Upgrade the Expert & Expert Assistance

licenses utilized in the Biology Section:

Pretoria, Western Cape, Port Elizabeth &

KwaZulu Natal.

Ensured the continuation of the analysis

forensic raw instrument data in order to

provide forensic reports for the resolution of

crime.


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145


14. Provide smart shelf/cabinets & Radio

Frequency Identification Technology

(RFID).

Automated identifying & tracking of evidence

stored & enhanced security, reduced theft of

evidence, greater visibility of exhibits inventory.

15. Provide a document capturing & archive

system at the Pretoria Questioned

Document Section

Enabled source documents evaluation &

identification of altered/forged documents.

16. Provide a solution (MATLAB) for high-

level technical language & interactive

environment ensuring algorithm

development, data visualization, data

analysis & numeric computation.

Enable the combatting of cross-border crime

involving precious metals. It assisted SAU to

analyse cases like rhino horns & cases related

to gold & diamond.

17. Maintain & support the implemented

solutions in the Forensic Science

Laboratories

Business continuity ensured by maintaining &

supporting all implemented solutions

according to the Service Level Agreements.


(7)

146


18. Replaced & expanded end user computer

equipment:

27 665 x PCs;

29 273 x Notebooks;

841 x A3 Document Scanners;

35 x A4 Document Scanners;

5 801 x A4 Mono MFC

1 612 x projectors;

406 x A3 colour high volume work group

printer;

912 x Mono A4 printer;

385 x A4 Colour printer;

54 x Portable printer; &

310 x ruggedized notebooks.

Replaced Discontinued Beyond

Commercially Economical to Repair (BCER)

(workstations, notebooks & laser printers)

in all Provinces & SAPS National Divisions.

Enabled newly appointed members to

function optimally & increase productivity.

Reduced response times between

transactions during the capturing &

retrieving of data by upgrading memory

to 2gigabyes.


(8)

147


19. Renew Microsoft, Adobe, Attachmate,

External Personnel Client (EPC) mainframe

emulation corporate licenses.

Enable the updating & retrieving of data

on the centralized SAPS data bases as well

as the creation & non-manipulation of

portable document formats (PDF).

20. Provide fully equipped close circuit television

mobile units to cover special events &

provide video footage to the control &

command center.

Enabled situational analysis by capturing,

display & analysis of video footage on

chopper feeds, vehicle location to

mapping- for quick deployment in

policing of all major events e.g. elections.

49 Events were covered in South Africa &

neighbouring states.

45 deployments of portable equipment

occurred abroad. No VIP’s protected were

injured or lost in the safeguarding

operations.


(9)

148


21. Upgrade & refresh infrastructure technology

for the existing hosting environment .

Scalable & efficient hosting services for

the Crime Administration, Resource

Administration, & Specialised

Investigation Crime Systems provided.

Migration of systems from the M9000

standard to Super Clusters completed.

Enhanced storage capabilities & Improved

operational systems performance.

22. Upgrade IS/ICT Infrastructure- Network

upgraded at prioritized sites (8 x 10111

Centres; Police Stations which includes the

Detective Units, FSL; CRC; Police Stations;

Pretoria West Vehicle Theft Unit; Paarl

Training College; Rustenburg Support

Services & DPCI)

Improved operational systems response

times.

Enabled implementation of applicable

systems & integration of technologies

such as voice, data & video solutions to

reduce operational costs( telephones &

travelling).


(10)

149


23.Provide digital forensic tools to extract,

analyse, visualise & interpret data

gathered during crime investigations

from mobile devices & storage media.

(830 mobile devices per month

analysed by Investigating units)

XRY – 45 Licences, 45 users,

Encase - 38 Licenses & 38 users,

Cellebrite UFED - 17 License & 17

users,

FTK - 7 License & 7 users,

Amped 5 - 13 Licenses & 13 users,

Oscar Pistorius Case- time line analysis was

done on the communication of the accused &

deceased as well as CCTV footage in order to

determine the sequence of events.

Bishop Lavis CAS 438/08/2008 & others – Gang

related incidents & Murder - Communication

was linked between the different suspects over a

period of three years Eighteen (18) arrests &

convictions.

Strand CAS 879/08/2009 – Murder-Three (3)

accused convicted.

Hammanskraal CAS 183/06/2013 – Murder-5

Convictions.

Project Vigor – Car Hi-Jacking project in

Soweto.

Compiled time line analysis on the twenty six

(26) cell phone numbers of the accused persons

as well as agents involved in the case. The time

line analysis links the accused persons with their

communication & movement to more than

thirty (30) cases of armed robbery of motor

vehicles. 13 Convictions.


(11)


All Vulnerable Groups Enjoy Equal

Protection (including Safety of

Women, the Girl-child & the Youth)


Priorities, Key Actions, Responsibility & Time

Frames

Action Plan on Gender Based Violence &

Protection of Vulnerable Groups

152

Pillars

Pre

ventio

n o

f vi

ole

nce

ag

ain

st W

C &

VG

Inve

stig

atio

n o

f cr

imes

com

mitte

d a

gain

st W

C

& V

G

Pro

secu

tio

n o

f

alle

ged

off

end

ers

Inte

gra

tio

n o

f su

rviv

ors

into

co

mm

unitie

s

Fir

st r

esp

onse

to

crim

es

com

mitte

d a

gain

st W

C

& V

G

Consultation, Advocacy & Communication

Zero tolerance to all forms of

violence against women, children &

vulnerable groups

Care & Support

Regulatory Framework & Enablers

Collaboration & Coordination

Capacity Building

Pillars of the Action Plan to address violence

against Women, Children & Vulnerable groups

153 Pillar 1: Prevention of Violence against

WC&VGs (1)

Structured Stakeholder Engagement & Cooperation

Establish national & provincial VAWC&VGs Fora, inclusive of all role-players in government, business & civil society

Implement a civil society monitoring mechanism at police stations

Identify & assess all existing, relevant strategies/policies that contribute to the combating of gender based violence (including the Programme of

Action) for integration into a Gender Based Violence Strategy

Develop a costed & funded Gender Based Violence Strategy


WC&VGs (2)

Structured Stakeholder Engagement & Cooperation

Develop & implement a National Human & Organs Trafficking Strategy

Capacitate the existing 54 Thuthuzela Care Centres (TCCs)

Establish additional, strategically placed TCCs

Develop & implement a protocol to enable NGO, CBOs & FBOs to establish memoranda of understanding with the SAPS at all

levels


WC&VGs (3)

Systematic, evidence based awareness

Provide disaggregated crime statistics, including hotspot & trend identification

Develop & communicate a manual on the prevention & investigation of WC&VGs crimes, in consultation with civil

society

Develop & implement awareness programmes for SAPS members on crimes against WC&VGs, in consultation with civil

society

Develop & communicate language-specific gender based violence guidelines


WC&VGs (4)

Systematic, evidence based awareness

Operationalise the Ministerial 6 Point Plan (Integrate into all relevant Annual Operational Plans within the SAPS)

Implement directives preventing the profiling & harassment of sex workers & other vulnerable groups

Roll-out the enhanced personal protection device (alarm, sim, geo-locator)

Develop & implement integrated national, provincial & area-specific community awareness programmes, inclusive of key

role-players within civil society

157 Pillar 2: First Response to Crimes against

WC&VGs (1)

Coordinated, professional first response to reported incidents of crimes against WC&VGs

Enhance the SAPS’s customer care courses, particularly relating to violence against WC&VGs, including the disabled & autistic

Enhance the SAPS’s sign language proficiency capability

Develop & distribute guidelines on the assessment of children who are victims of sexual offences

Establish additional care centres for the LGBTI community (SAPS to budget for 2 centres)

158 Pillar 2: First Response to Crimes against

WC&VGs (2)

Coordinated, professional first response to reported incidents of crimes against WC&VGs

Promote the reporting of non-compliance with SAPS’s first response to reported crimes against WC&VGs

Institute consequence management in all reported instances of non-compliance

159 Pillar 3: Investigation of crimes against

WC&VGs (1)

Thorough & responsive investigation of every reported crime against WC&VGs by specialised investigation

capabilities

Develop & implement a Family Violence, Children & Sexual Offences Strategy

Integrate submissions from experts & civil society into specialised investigation courses

Conduct an analysis of outstanding case dockets (more than one year) to determine age & type of offence per FCS Unit &

Province

Conduct docket age analyses per FCS Unit & Province to determine outstanding case dockets & charges per unit & type

of offence


WC&VGs (2)


capabilities

Audit dockets closed as undetected & withdrawn in comparison with the CAS/ICDMS.

Conduct inspections on all outstanding dockets at all identified FCS Units

Conduct targeted wanted suspect trace & arrest operations

Conduct integrated analyses of reported cases of gender based violence to determine trends & emerging threats


WC&VGs (3)


capabilities

Develop a Victim Identification Database to enable the linking of suspects to multiple cases & victims

Develop a cyber-crime & child pornography detection capability

Ensure regular feedback to complaints on the investigation process


WC&VGs (4)

Capacitation of specialised investigation capabilities

Increased the budgetary allocation to the FCS over the medium-term

Develop & implement a succession plan for the FCS

Filling of vacant funded posts

Conduct annual training of FCS members in accordance with identified skills requirements

Implement a “train-the-trainer” approach to the FCS Learning Programme

163 Pillar 4: Prosecution of Alleged Offenders

(1)

Effective & efficient prosecution of WC&VGs cases

Conduct an analysis on outstanding WC&VGs cases in court, per court, to determine the age & type of offence

Conducts audits on all outstanding cases in court, targeting Courts with high volumes

Develop protocols to enable assistance to victims by NGOs during the court process, in consultation with civil society

Develop a feedback mechanism to complainants related to the prosecution process

164 Pillar 4: Prosecution of Alleged Offenders

(2)

Effective & efficient prosecution of WC&VGs cases

Develop & distribute a programme aimed at informing victims of gender based violence of the prosecutorial process

Establish strategically placed, dedicated Courts to address crimes against WC&VGs

Initiate the review of the legislation applicable to the criminalisation of buyers of sex

165 Pillar 5: Integration of Victims/Survivors into

Communities (1)

Enhance care & support to victims/survivors of crimes against WC&VGs

Develop & implement programmes to facilitate the re-introduction of sex workers who exit the industry

Develop & implement protocols regarding mediation between victims & perpetrators of gender based violence

Develop & implement protocols regarding the preparation of victims for the release of offenders


Implementation, Monitoring & Evaluation

Action Plan on Gender

Based Violence &

Protection of Vulnerable

Groups

167

Adoption of the

Action Plan

Integrate deliverables

into annual & medium-

term departmental

planning & budgeting

processes

Civil Society: What do we want?

Expert: What should you offer?

Government: What can we offer?

Evidence-based

quarterly monitoring

& readjustment of

deliverable execution Assess public

perception

(Has there been

tangible change?)

Impact-driven

evaluation Programme & project

management

approach to

implementation

The Development, Implementation, M & E

Roadmap

Development of

the Action Plan Concretizing &

sequencing

deliverables

Consultation of the

Action Plan

Synergise co-related

deliverables &

dependencies


Future Plans, Implementation of the

National Development Plan

Recommendations

Safety of

Women,

the Girl-

child,

Children &

the Youth:

“Conduct independent context studies &

opinion surveys to gather information on

perceptions of safety & fear of crime. The

studies should be facilitated by the

department of community safety in that

province, or the Premier. “

“The findings of the studies should be shared

with all stakeholders & should be factored

into policing plans, local government

development plans & the Criminal Justice

System.”

169 National Development Plan Recommendations

that impact on the SAPS (1)

Safety of

Women,

the Girl-

child,

Children &

the Youth:

“Local government should report on environmental

designs aimed at addressing the safety of women,

children & other vulnerable groups.”

“Local government should have a safety budget &

an annual plan to this end.”

“Grime, graffiti, poor or no street light, dark &

dingy alleys, derelict buildings, open waste

etcetera, create fear & a propensity for crime.”

“Community activism & a responsive citizenry

should be encouraged in this area.”





Safety of Women, the Girl-child, Children & the Youth:

Conduct independent context studies & opinion surveys to gather information on perceptions of safety & fear of crime. The studies should be facilitated by the department of community safety in that province, or the Premier.

The findings of the studies should be shared with all stakeholders & should be factored into policing plans, local government development plans & the criminal justice system.

Communication to communities & stakeholders about safety plans should be aimed at reducing fear & increasing the responsibility for safety to all role players, including citizens.



Safety of Women, the Girl-child, Children & the Youth:

More work should be done by the Youth Commission, departments of social development, criminal justice departments, civil society & the private sector to develop an integrated plan linking social cohesion & safety among youth to a focus on eliminating crime.

There should be linkages between youth mobilisation for safety, education & civic responsibility, job creation & skills development, & social cohesion.



Community

Participation

in Safety:

A coordinated & holistic approach to safety & security is

achievable. Some aspects of this approach have been seen during

the 1994 elections & the 2010 soccer World Cup. Safety & security

strategies for these events successfully aligned resources with

appropriate solutions across the security spectrum. The roles of the

agencies involved were clearly defined, & mandates & protocols

were understood. Equally important was the recourse given to

citizens for inefficiencies or delivery gaps.

The Commission recommends that the police service &

metropolitan police further develop the Community Safety

Volunteer Programme as part of a community empowerment

programme for safety. Volunteers should be deployed to at-risk

schools, health clinics, pension- & grant-payment points, taxi ranks,

parking spaces, open fields, areas with poor street lighting or public

congestion, & generally unsafe areas.

Community

Participation

in Safety:

Private security initiatives have been carrying out joint

operations with police & taking part in joint patrols &

check points with neighbourhood watches. These

initiatives should be supported & extended.

Community police forums should undertake

accountability checks to ensure that the police are

accountable to the communities they serve. The forums

should also provide feedback to the police on public

perception of safety & fear of crime.

Increased reporting on safety outcomes & progress will

instil confidence in government’s ability to protect the

public & create conditions for freedom of movement &

safety.



Thank You


175

Documents

Implementation of the National Development Plan